Free Practice Questions for WGU Managing-Human-Capital Exam

A procedure explains how to apply company guidelines to accomplish a task through a sequence of steps. It is more detailed than a policy and provides the exact steps to follow in order to ensure consistency and efficiency in task completion.

References:

Managing Human Capital Textbook

HR best practices from SHRM (Society for Human Resource Management)

Labor Participation Programs: These programs encourage employee involvement in organizational decision-making, promoting better labor relations and a more engaged workforce.

Employee Surveys: These are tools used to gather feedback from employees about their job satisfaction, work environment, and overall experience within the company. The data collected helps HR identify areas of improvement and address any concerns.

Purpose in HRM: Both tools are crucial for understanding employee perspectives, improving communication, and fostering a positive work environment, which are central to effective employee relations.

Benefits: Improved employee relations can lead to higher job satisfaction, reduced turnover, and enhanced organizational performance.

References:

Society for Human Resource Management (SHRM) resources on employee relations

Human Resource Management textbooks and best practices

Inclusion in the workplace refers to creating an environment where all employees feel valued, respected, and have equal access to opportunities and resources. An inclusive scenario is one where team members collaborate, and everyone's ideas and contributions are considered. This encourages a sense of belonging and leverages the diverse perspectives of the entire team, leading to enhanced innovation and team performance. The given example demonstrates this by showing a department where collaboration and open sharing of ideas are practiced.References:

Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management.

Dessler, G. (2020). Human Resource Management. Pearson.

A pay-for-performance plan is advantageous because it provides a method of positive reinforcement, which directly links an employee’s compensation to their performance. This system incentivizes employees to achieve high performance by rewarding them with financial bonuses or raises based on their achievements. Positive reinforcement encourages desirable behaviors and high productivity, aligning individual performance with organizational goals.

References

Managing Human Capital Textbook

"Pay for Performance: Evaluating Performance Appraisal and Merit Pay" by George T. Milkovich and Alexandra K. Wigdor

SHRM (Society for Human Resource Management) guidelines on pay-for-performance plans

A customary benefit refers to benefits that are traditionally offered by employers, though not legally required. Retirement plans, such as 401(k) plans or pension plans, are common examples of customary benefits. These plans provide financial security for employees in their post-working years and are often used by employers to attract and retain talent by offering long-term financial planning options.

References

Managing Human Capital Textbook

"Employee Benefits" by Joseph J. Martocchio

SHRM (Society for Human Resource Management) guidelines on customary benefits

The compromising conflict management strategy involves both parties giving up something to reach a mutually acceptable solution. In this scenario, the manager instructs Employees A and B to find a solution that will make both of them partially happy, which is characteristic of compromising. This approach is suitable when the conflict needs a quick resolution, and both parties have equal power and are willing to make concessions. It aims for a middle-ground outcome that provides partial satisfaction to both parties involved.References:

Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.

Dessler, G. (2020). Human Resource Management. Pearson.

The primary purpose of progressive discipline is to address performance issues by making employees aware of problems in a structured manner, starting with the least severe actions. The goal is to provide employees with opportunities to correct their behavior before more severe measures are taken. This approach helps to maintain a fair and supportive work environment while ensuring that employees understand the consequences of continued poor performance. Progressive discipline typically involves a series of steps, such as verbal warnings, written warnings, and, if necessary, termination.

References

Managing Human Capital Textbook

"Progressive Discipline Handbook" by Paul Falcone

SHRM (Society for Human Resource Management) guidelines on progressive discipline

Job analysis is a systematic process that involves identifying and documenting the essential tasks, responsibilities, and behaviors required for a job. It also assesses the qualifications, skills, and knowledge needed to perform those tasks effectively. The outcome of a job analysis includes detailed job descriptions and specifications, which are used for various HR functions such as recruitment, selection, training, performance appraisal, and compensation.

References:

"Job and Work Analysis: Methods, Research, and Applications for Human Resource Management" by Michael T. Brannick, Edward L. Levine, and Frederick P. Morgeson

Society for Human Resource Management (SHRM) guidelines on job analysis

Psychological contracts in the workplace refer to the unspoken, informal agreements and mutual expectations between employees and employers. These contracts encompass beliefs about the reciprocal obligations between both parties, such as job security, advancement opportunities, and support from the employer, while employees are expected to demonstrate loyalty, productivity, and commitment. Psychological contracts are critical because they influence employee behavior, satisfaction, and engagement. Violations of these unwritten expectations can lead to decreased trust, job dissatisfaction, and increased turnover.References:

Rousseau, D. M. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.

Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.